the organization of the different elements of a complex body or activity so as to enable them to work together effectively.

1. CO-ORDINATION
Presented by
P.B.Narendra Kiran - M.B.A., M.A.(lit), M.Phil
Unit-III
If everyone is moving forward together then
the success takes care of itself.

2. Introduction
• Co-ordination is the process which ensures
smooth interplay of the functions of
management. Common objectives are
achieved without much wastage of time,
efforts and money with the help of co-
ordination.
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3. • all organs and systems in a healthy
human body are co-ordinated
• co-ordinated means :
 they co-operate with one another and
work together efficiently
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4. Unit-III

5. Definition
To co-ordinate is to HARMONIZE all the
activities of a concern so as to facilitate its
working and its success.
-Henry Fayol
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6. Features or Characteristics
• Not separate functions of management.
• Managerial responsibility
• Provides unity of action
• Co-ordination is necessary to all levels of
organization
• Relevant of group efforts.
• Continuous and dynamic process
• System concept
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7. Need and importance of co-ordination
• Unity in diversity
• Term work or unity of directions
• Functional differentiation
• Specialization
• Reconciliation of goals
• Large number of employees
• Empire building
• Differential and integration
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8. Techniques of Control
Principles of
Co-ordination
Personal
contact
Continuity
Self
coordination
Effective
supervision
Simplified
organization
Effectives
communication
Reciprocal
relationship
DynamismEarly Start
Clear cut
objectives
Clear definition
of authority and
responsibility
Effective
leadership
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9. PRINCIPLES OF COORDINATION
1) DIRECT PERSONAL CONTACT
Coordination is best achieved through direct personal contact with
people. Direct face to face contact communication is most
effective.
2) EARLY BEGINNING
Coordination can be achieved more easily in early stages of
planning and policy making.
Plans should be based on mutual participation. Early coordination
also improves the quality of plans.
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10. 3) RECIPROCITY
• It states that all factors in a given situation are interdependent and
interrelated.
• When People appreciate reciprocity of relations, they avoid
unilateral action and coordination becomes easier.
4) CONTINUITY
• It is an on-going or never ending process. Sound coordination
resolves conflicts as it arises.
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11. Signs & Symptoms of the Lack of Coordination in an
Organization
Delay
Customer
relation suffer
Managing
work in
progress
Duplication
Spend double the
effort, material and
time to produce the
same item twice
Coordination b/w
various deptt.
Lost data
Create a cascading
effect
By implementing an
accountability
system for the
information
Inflexibility
Innovation and
progress can
become stagnant.
Gauge the
effectiveness of the
new protocol.
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12. Techniques of Co-ordination
• Clearly Defined Objectives
• Effectives chain of command
• Coordination through group meetings
• Harmonious policies and procedures
• Effective communication
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13. Techniques of Co-ordination
• Sound organizational structure
• Coordination through a liaison officer
• Co-operation
• Self coordination
• Coordination by leadership
• Incentives
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14. Types of coordination
• Internal coordination
• Vertical coordination
• Horizontal coordination
• External coordination
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15. Internal coordination
• It is the establishment of relationship of the
managers, executives, divisions, subdivisions,
and other workers.
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16. Internal coordination
Vertical coordination:
Superior coordinates his work with his sub
coordinates and vice versa. Sales manager
coordinates his work with the activities of the
sales supervisor.
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17. Internal coordination
Horizontal coordination:
Horizontal Coordination refers between the
persons of the same status. Coordination
between the departmental heads, supervisors,
co-workers
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18. External coordination
• It is the establishment of relationship of the
managers, executives, divisions, subdivisions,
and other workers.
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19. External coordination
Different
Market agencies industrial
organization
General public
Competitor Different Financial
institution institution
Technologies Agencies
Different
commercial
Technological Customers government organizations
organization agencies
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20. Problems of Co-ordination
In practice coordination faces certain problems
listed below.
• Natural hindrance
• Lack of administrative talent
• lack of techniques of coordination
• Ideas and objectives
• Misunderstanding
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21. Steps of effective Co-ordination
• proper delegation of authority and responsibility
• Whole or entire activates of the organization
should be divided department –wise or section-
wise according to the organization
• Preparing and adherence to rigid rules and
regulations, procedures, policies, etc.
• Establishment of an effective communication
system
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22. Steps of effective Co-ordination
• Establishment of employees grievances cell.
• There should be a proper system for reporting.
• Skilled workers are to be rewarded adequately.
• The management should induce the employees
to take active part in meeting, committees,
encourage the employees to have friendly
relationship with others.
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23. Steps of effective Co-ordination
• The management should encourage the
employees to have friendly relationship with
others.
• Managers should have opportunities to get
training to get training in the area of
leadership, coordination, planning staffing
and the like.
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24. Co-ordination and Co-operation
Co-ordination Co-operation
It is the function of management. It is not a function of management.
Coordination is an orderly
arrangement of group efforts.
Cooperation is willingness to work
with others or help others
The early success of an organization
depends upon the degree of co-
ordination.
Co-ordination is the basis for co-
ordination.
Co-ordination is obtained officially. Co-ordination is a voluntary service.
There is a direct link between the
achievement of objectives and co-
ordination.
There is no such direct connection
between co-operation and the
achievement of objectives.
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25. A Little story
About coordination and each one’s responsibility
There is a story about four (4) imaginary characters named
Everybody, Somebody, Anybody, & Nobody.
There was an important job to be done and Everybody was sure
that Somebody would do it.
Anybody could have done it but Nobody did it.
Somebody got angry about that because it was Everybody’s
job.
Everybody thought Anybody could do it, but Nobody realized
that Everybody wouldn’t do it.
It ended up that Everybody blamed Somebody when Nobody
did what Anybody could have done

26. Presented by
P.B.Narendra Kiran - M.B.A., M.A.(lit), M.Phil